Management 301 Chapter 1 Vocabulary

a person who supervises, supports and help activate work efforts to achieve the performance goals of individuals, teams, or even an organization as a whole

First Line Managers

(formally supervises small work group composed of nonmanagerial workers) and Team Leaders

Middle Managers

persons in charge of relatively large departments or divisions consisting of several smaller work units or teams

Top Managers

part of senior management team that is responsible for the performance of an organization as a whole or for one of its larger parts

Board of Directors

whose members are elected by stockholders to represent their ownership interests (in business corporations)

Board of Trustees

top managers report to these people in a nonprofit organization; elected by local citizens, appointed by government, or invited by existing members

Governance

oversight of top management by an organization’s board of directors or board of trustees

Accountability

the requirement of one person to answer to a higher authority for performance achieved in his or her area of work responsibility

Effective Managers

someone who successfully helps others achieve both high performance and satisfaction in their work

Quality of Work Life

the overall quality of human experiences in the workplace

Upside-down pyramid

view puts customers at the top of the organization being served by workers who are supported by the managers below them (See Figure 1.2); Management is at bottom and expected to help those above them; “coaching and helping” v. “directing and order giving”

Management Process

planning, organizing, leading, and controlling the use of resources to accomplish performance goals

Planning

the process of setting performance objectives and determining what actions should be taken to accomplish them

Organizing

the process of assigning tasks, allocating resources, and coordinating the activities of individuals and groups

Leading

the process of arousing people’s enthusiasm to work hard and inspiring their efforts to fulfill plans and accomplish objectives

Controlling

the process of measuring work performance, comparing results to objectives, and taking corrective action as needed

Interpersonal Roles

how a manager interacts with other people inside and outside the work unit

Informational Roles

how a manager exchanges and processes; giving, receiving, and analyzing of information

Decisional Roles

how a manager uses information in decision making to solve problems or address opportunities

Agenda Setting

managers develop important action priorities

Networking

managers build and maintain positive relationships with other people (whose help might be useful someday)

Social Capital

the capacity to attract support and help from others in order to get things done

Conceptual Skills

the ability to think analytically and achieve integrative problem solving

Human Skills

the ability to work well in cooperation with other persons; emotional intelligence -the ability to manage ourselves and relationships effectively

Emotional Intelligence

the ability to manage ourselves and our relationships effectively

Technical Skills

the ability to apply expertise and perform a special task with proficiency

Lifelong Learning

the process of continuously learning from our daily experiences and opportunities (E. Rust’s opinion – one day skills have now will be inadequate five years from now)